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110 unit 2 | Working Within the Organization CikguOnline
error reduction system, may require experimenta- with the “new you” (Guthrie & King, 2004). A
tion with the new system, feedback on what works more detailed step-by-step process is given in
and what does not, and revising the plan several Table 8-2. You might, for example, decide that you
times before the system really works. need to stop interrupting people when they speak
Some discomfort is likely to occur with almost with you. Or you might want to change your lead-
any change, but it is important to keep it within ership style from laissez-faire to participative.
tolerable limits. Exert pressure to make people pay Would a small change be easier to accomplish
attention to the change process, but do not exert so than the radical change in your leadership style?
much pressure that they are overstressed by it. In Perhaps not. Deutschman (2005) reports research
other words, you want to raise the heat enough to that indicates radical change might be easier to
get them moving but not so much that they boil accomplish because the benefits are evident much
over (Heifetz & Linsky, 2002). more quickly. An extreme example: many people
could avoid a second coronary bypass or angioplasty
Integrating the Change by changing their lifestyle, yet 90% do not do so.
Finally, after the change has been made, make sure Deutschman compares the typical advice (exercise,
that everyone has moved into a new comfort zone. stop smoking, eat healthier meals) with Dean
Ask yourself: Ornish’s radical vegetarian diet (only 10% of calories
from fat). After 3 years, 77% of the patients who
■ Is the change well integrated into everyday
went through this extreme change had continued
operations?
these lifestyle changes. Why? Ornish suggests
■ Are people comfortable with it?
several reasons: (1) after several weeks, people felt a
■ Is it well accepted? Is there any residual resis-
change—they could walk or have sex without pain;
tance that could still undermine full integration
(2) information alone is not enough—the emotional
of the change?
aspect is dealt with in support groups and through
It usually takes some time before a change is fully meditation, relaxation, yoga, and aerobic exercise;
integrated into everyday routines (Hunter, 2004). As and (3) the motivation to pursue this change is
Kotter noted, change “sticks” when, instead of being redefined—instead of focusing on fear of death,which
the new way to do something, it has become “the many find too frightening, Ornish focuses on the joy
way we always do things around here” (1999, p. 18). of living, feeling better, and being active without pain.
The traditional approach to change is turned on
Personal Change its head in this approach: radical change appears
easier to accomplish than a minor change, and peo-
The focus of this chapter is on leading others ple are not stressed but feel better making the
through the process of change. However, choosing change. Deutschman’s five commonly accepted
to change is also an important part of your own myths about change that have been refuted by new
development as a leader. Hart and Waisman (2005) insights from research summarize this approach
compare personal change with the story of the (Table 8-3).
caterpillar and the butterfly: It remains to be seen whether these new insights
on changing behavior will be useful in the work-
Caterpillars cannot fly. They have to crawl or climb
place as well.
to find their food. Butterflies, on the other hand, can
soar above an obstacle. They also have a different
perspective on their world because they can fly. It is Conclusion
not easy to change from a caterpillar to a butterfly.
Change is an inevitable part of living and working.
Indeed, the transition (metamorphosis) may be
How people respond to change, the amount of
quite uncomfortable and involves some risk. Are you
stress it causes, and the amount of resistance it
ready to become a butterfly?
provokes can be influenced by leadership. Handled
The process of personal change is similar to the well, most changes can become opportunities for
process described throughout this chapter: first rec- professional growth and development rather than
ognize the need for change, then learn how to do just additional stressors with which nurses and
things differently, and then become comfortable their clients have to cope.